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Motivation problem

The problem of staff motivation is still popular, but is increasingly losing its relevance. The modern practice of personnel management increasingly connects the effectiveness of employees not with the psychological or economic, but with the cultural aspects of companies.

Modern personnel management practice is full of recipes for motivation. Here are salary schemes, social packages, career prospects, etc. All these tools are designed to stimulate work efficiency and retain employees in the company. At the same time, there is an increase in the activity of labor market contractors. This is expressed primarily in the distribution of recruitment agencies and headhunting technology, which allows specialists to feel autonomy from a particular employer. As a result, tense confrontation of players is created, each of which has its own reasons, and it is becoming more and more difficult to maintain balance in this system. In any case, each side uses motivation as the main weapon.

At the same time, it is no secret that the very concept of “motivation” causes certain disagreements. On the one hand, it is an instrument of mental regulation, that is, an internal mechanism into which one cannot simply get involved from without (the position of psychology). On the other hand, motivation is an instrument of socialization and the most important factor in belonging to a specific social group (the position of sociology). On the third hand, motivation is an element of the system of external influence (the position of control theory).

One way or another, it is generally accepted that there are two types of motivation – external and internal. Internal motivation implies the aspirations, desires, readiness of the person himself for certain actions, and external – a system of motivations in the form of norms, rules, rewards, punishments applied to certain groups of personnel. The problem of management is to coordinate internal and external motivation, the question is which of which “tune” by which.

Disagreements arise with the definition of manifestations of motivation. Here, compliance with labor discipline, and competence, (comma) and responsibility in accordance with the position, and loyalty to the organization, and productivity, and quality of work. Which of these characteristics can be used to judge staff motivation? What issues need to be controlled in order to be sure that the motivation is sufficient to perform professional tasks?

Do I need to measure staff motivation?

Any attempts to evaluate staff motivation are fraught with serious consequences for the management system. Everyone knows that with good quality work of employees and high productivity, research on motivation is practically not carried out. There is simply no reason for them. The need for assessing motivation arises when there is a suspicion (or actual confidence) that employees work half-heartedly, engage in extraneous activities at workplaces, use company resources to solve personal issues, in particular, all the means of communication. In this case (as in the case of a large “staff turnover”), the management system is tempted to assess employee motivation in order to make feasible adjustments to it. For this purpose, a study is being undertaken, the main form of which is a questionnaire. Other psychological methods are less commonly used, for example, the so-called projective techniques, which allow you to determine the individual characteristics of a person by his nonspecific manifestations – drawings, statements, color choice, geometric shapes, and so on.

The effectiveness of such forms of research in organizations is low, since the research itself, as a rule, creates an undesirable aura of tension around itself. Even with well-prepared training, questioning or testing always raises expectations, as employees are sure that this is a sign of change. Everyone understands that something should follow from this study. Moreover, it is no secret to anyone that individual parameters are determined using psychological methods. There is a fear that this information may be used in an uncontrolled manner, for example, when identifying candidates for promotion or sending on a long business trip. Everyone understands that the questions of the motivational questionnaire are asked for good reason. This can mean both positive and negative changes for a number of employees. That is why everyone is in suspense. If the company’s administration has not prepared gifts such as an increase in salaries or a positive change in the bonus system for employees, the questionnaire may result in a further decrease in labor activity as a reaction to vain fears or unfulfilled hopes.

Any study of personality is possible only if the person himself is interested in the results of this study (with career guidance, personal contact with a psychologist, etc.).

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